The document provides an analysis of strategic options for NewAlliance Bank's merchant services portfolio, including maintaining the current model, expanding through an ISO partnership, transforming to a more "bank centric" model, or outsourcing the portfolio. It summarizes the results of a functional review of the portfolio in areas like risk management, sales, and processing. A decision matrix is used to evaluate the risk and reward tradeoffs of each strategic option.
A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers;
knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally.
The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must
have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit.
This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and
operating costs; Managing employees; and Processes and systems.
Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of
operations, which are outside the scope of this book.
Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative.
There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle.
Cash Management Strategies During Economic Turmoil Aicpaguest8f464d
The document summarizes a presentation on cash management strategies during economic turmoil. It discusses building financial models, prior period analysis, cash requirements vs expenses, risk mitigation strategies, unforeseen events, and restructuring. Key points covered include rolling forecasts, financial statement analysis, identifying business drivers, covenant compliance, and developing 13-week cash flow projections during workouts.
The document discusses various types of business analysis including credit analysis, equity analysis, business environment and strategy analysis, and financial analysis. It then provides a roadmap for financial analysis, covering business environment analysis, business strategy analysis, company profile/events, shareholding patterns, and ratio analysis. Ratio analysis examines short-term solvency, long-term solvency, profitability, return on investment, and liquidity. Comparative standards, influencing factors, and valuation ratios are also discussed.
Calculating Client Profitability: Analysis to ActionPerformLaw
As law firms continue to embrace profitability reporting, the core competence of law firm partners will improve, and better decision-making will occur. This informative presentation will cover the following:
- The most reliable methods for computing client profitability
- The more common methods for allocating direct and indirect costs
- The various uses of client profitability data in compensation, client pricing, overhead control, recruiting and other significant functions of the firm.
-The pitfalls to avoid and methods to overcome partner fears about calculating client profitability for the first time.
Client Profitability: Analysis to ActionPerformLaw
This presentation reviews how law firms can use profitability analysis to understand the basic economics of their practice. With this knowledge, firms have a competitive advantage to make meaningful improvements.
Presentation objectives include:
-Recognize the benefits of client/matter profitability analysis.
- Explain the process for creating a credible profitability analysis.
- Identify the various uses of client profitability.
- Create an action plan for developing a workable client profitability report system.
The document evaluates the purchasing process at MRF Ltd. It discusses the importance of customers in today's competitive business environment and how customer retention is critical. It describes the role and scope of purchasing, responsibility for purchasing, and defines key purchasing terms. It provides an overview of MRF Ltd, including its products, executives, and an analysis of its strengths, weaknesses, opportunities and threats. It also gives a brief industry profile of the tyre industry in India.
A lot of companies reach their customers and provide their services through a network of local/regional branches. Typically the branch manager reports to a central head office. This has many advantages: proximity to customers;
knowledge of local customs and buying habits; dispersed logistics (sometimes a negative); closer relationships with local suppliers and so on. But such an organisational model demands clarity on a number of important decisions that can either be made locally or centrally.
The managers at the centre and in the branch both need to know where authority and responsibility for enterprise lie, and who is accountable for what. This needs thinking through at a high level. The business model must
have a design in which it is clear where decisions are best taken so confusion cannot reign nor mistakes affect profit.
This document sets out some guidelines on accountability and decision taking in all the key areas that can impact on profit: Pricing; Terms and conditions for trading; Procurement and inventory; Trading policies; Payroll and
operating costs; Managing employees; and Processes and systems.
Broadly there are two types of organisational model for managing a branch networked business. The decision on which to embrace is determined by the overall choice of business model and contextual matters like the scale of
operations, which are outside the scope of this book.
Our view is that most businesses ought probably to default to the loose/tight ‘Devolved’ model and its related protocols and structures unless there is positive economic advantage of the type described in the ‘Centric’ alternative.
There is one good reason for this that stands out from the others - it seeks to build clear accountability for profit around a manager carefully selected for the entrepreneurial qualities they possess. In short, get the right person and give them as much responsibility that they ought reasonably be able to handle.
Cash Management Strategies During Economic Turmoil Aicpaguest8f464d
The document summarizes a presentation on cash management strategies during economic turmoil. It discusses building financial models, prior period analysis, cash requirements vs expenses, risk mitigation strategies, unforeseen events, and restructuring. Key points covered include rolling forecasts, financial statement analysis, identifying business drivers, covenant compliance, and developing 13-week cash flow projections during workouts.
The document discusses various types of business analysis including credit analysis, equity analysis, business environment and strategy analysis, and financial analysis. It then provides a roadmap for financial analysis, covering business environment analysis, business strategy analysis, company profile/events, shareholding patterns, and ratio analysis. Ratio analysis examines short-term solvency, long-term solvency, profitability, return on investment, and liquidity. Comparative standards, influencing factors, and valuation ratios are also discussed.
Calculating Client Profitability: Analysis to ActionPerformLaw
As law firms continue to embrace profitability reporting, the core competence of law firm partners will improve, and better decision-making will occur. This informative presentation will cover the following:
- The most reliable methods for computing client profitability
- The more common methods for allocating direct and indirect costs
- The various uses of client profitability data in compensation, client pricing, overhead control, recruiting and other significant functions of the firm.
-The pitfalls to avoid and methods to overcome partner fears about calculating client profitability for the first time.
Client Profitability: Analysis to ActionPerformLaw
This presentation reviews how law firms can use profitability analysis to understand the basic economics of their practice. With this knowledge, firms have a competitive advantage to make meaningful improvements.
Presentation objectives include:
-Recognize the benefits of client/matter profitability analysis.
- Explain the process for creating a credible profitability analysis.
- Identify the various uses of client profitability.
- Create an action plan for developing a workable client profitability report system.
The document evaluates the purchasing process at MRF Ltd. It discusses the importance of customers in today's competitive business environment and how customer retention is critical. It describes the role and scope of purchasing, responsibility for purchasing, and defines key purchasing terms. It provides an overview of MRF Ltd, including its products, executives, and an analysis of its strengths, weaknesses, opportunities and threats. It also gives a brief industry profile of the tyre industry in India.
This chapter discusses key elements of corporate strategy including directional strategies, portfolio analysis, and corporate parenting. It covers determining a company's directional strategy through questions about growth, concentration, and diversification. Portfolio analysis involves viewing business units as investments and assigning roles. Corporate parenting focuses on synergies between a parent company and subsidiaries through sharing resources and capabilities. The goal is developing strategies that optimize performance across business units.
This course will take you through the process of a typical business valuation engagement, from scoping the work to ultimately arriving at a conclusion of value. Through a case study, we will address fundamental issues including valuation approaches (asset, income and market), normalizing analysis and valuation discounts.
This document discusses profitability analysis for distributors. It examines profitability across three key areas: customers, products, and suppliers. For each area, it identifies common sources of waste and inefficiency that reduce profitability, such as unprofitable customers, slow-moving inventory, and suppliers with long lead times or quality issues. The document advocates using tools like activity-based costing to identify specific profitability drivers in order to eliminate waste and foster growth. The overall goal is to align a company's resources more closely with customer and stakeholder needs and expectations.
Correlation of Value | Appraisal Review Practice Aid for ESOP Trustees | Merc...Mercer Capital
The correlated indication of value is a value that is arrived at through some reasonable, well-articulated, replicable, and credible process of selection, averaging or otherwise, of the total valuation evidence generated from the valuation methodologies employed.
In operation, developing a correlated indication of value may appear reasonably straightforward (sometimes it is), but the considerations in the process can reach back to the smallest of details and considerations in the underlying valuation methodologies.
In this whitepaper, Mercer Capital explores the topic of the correlation of value in ESOP valuations.
The document discusses valuation techniques for businesses and analysis of company financials. It provides examples of how to calculate the value of a business based on earnings, dividends, or required rate of return. It also outlines key areas to analyze for a company including products, markets, competitors, and impact of news/developments. Financial statement analysis techniques are presented for revenue, costs, balance sheet ratios, and interpreting what ratios indicate.
A world class procurement function is one that has a measureable impact on the organisation’s profit and loss and adds real commercial value. Find out how effective use of innovation and smarter working can help you get there.
Presented by: Gerard Chick, FCIPS (Optimum Procurement) at PfH Live 2014
The document summarizes a comparable companies analysis valuation of GM using multiple automotive companies. Key steps included selecting comparable public companies, collecting financial data, calculating ratios and growth rates, determining trading multiples based on forward EV/EBITDA, and applying those multiples to GM's EBITDA to calculate an implied valuation range. GM's implied valuation range was then compared to its current enterprise value to assess whether it was under or overvalued based on the comparable company analysis.
This document discusses measuring performance at the strategic business unit (SBU) level. It covers several key points:
1. Strategies can be found at the corporate level for the whole organization and at the business unit level for divisions within the organization. Consistency is needed across levels.
2. SBUs are autonomous organizational units that control most factors affecting long-term performance.
3. Strategy concerns and options differ at the corporate versus business unit levels. Business unit strategies focus on competitive advantage in each industry.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
Introduction to Business Valuation, Fair Market Value, reasons and elements of business valuation, methodologies of business valuation, case study on net asset value.
I have explained the IT service charge back model in this presentation. Although the charging is internal and their is no real money involved but it helps to evaluate an IT department's performance on objective measures. Moreover, it helps to do proper cost allocation to company's products.
The science and art of Startup ValuationsAnjana Vivek
Insights on Valuation and Negotiations… OR … how Can You can get a better price. ..whether for M&A or VC or strategic investment. Valuation is Subjective and Objective; there is a math to valuation, there are Business models which are captured in financial models and spread sheets. There is scenario analysis and sensitivity analysis. There are premiums and discounts assigned to multiple factors. This objective math is impacted by subjectivity of the person(s) doing the calculation, for example, if you are an unlisted company, is the discount factor 50% or 80% or somewhere in-between? This presentation sets out the methods and process of valuation with a few specific examples on valuations for different cases, including mentoring, acceleration, investment and more.
Urban Credit & Collections SWOT Analysis March 2015Laurie Waldron
The document provides a SWOT analysis for Urban Systems' accounts receivable. The strengths include the company's reputation, customer service focus, and culture. Weaknesses are a lack of credit controls, gaps in credit/collections training and knowledge, and inefficient invoicing processes. Opportunities exist in shortening timesheets, invoicing, and reporting to improve cash flow. Threats include worsening cash flow and loss of revenue if credit/collection issues are not addressed. Key performance indicators for accounts receivable balances and aging are also presented.
Business valuation players a very important in establishing a realistic market value of a business. Another benefit of the process of performing a business valuation report is information on increasing the value and marketability of a business, making the business more attractive in the sale of the business.
Icai national seminar m&a-deal valuationAnjana Vivek
Some pointers on Deal Valuation which is beyond numbers, including some questions 'to trigger thinking' related to valuation from a buyer/seller perspective
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
This chapter discusses key elements of corporate strategy including directional strategies, portfolio analysis, and corporate parenting. It covers determining a company's directional strategy through questions about growth, concentration, and diversification. Portfolio analysis involves viewing business units as investments and assigning roles. Corporate parenting focuses on synergies between a parent company and subsidiaries through sharing resources and capabilities. The goal is developing strategies that optimize performance across business units.
This course will take you through the process of a typical business valuation engagement, from scoping the work to ultimately arriving at a conclusion of value. Through a case study, we will address fundamental issues including valuation approaches (asset, income and market), normalizing analysis and valuation discounts.
This document discusses profitability analysis for distributors. It examines profitability across three key areas: customers, products, and suppliers. For each area, it identifies common sources of waste and inefficiency that reduce profitability, such as unprofitable customers, slow-moving inventory, and suppliers with long lead times or quality issues. The document advocates using tools like activity-based costing to identify specific profitability drivers in order to eliminate waste and foster growth. The overall goal is to align a company's resources more closely with customer and stakeholder needs and expectations.
Correlation of Value | Appraisal Review Practice Aid for ESOP Trustees | Merc...Mercer Capital
The correlated indication of value is a value that is arrived at through some reasonable, well-articulated, replicable, and credible process of selection, averaging or otherwise, of the total valuation evidence generated from the valuation methodologies employed.
In operation, developing a correlated indication of value may appear reasonably straightforward (sometimes it is), but the considerations in the process can reach back to the smallest of details and considerations in the underlying valuation methodologies.
In this whitepaper, Mercer Capital explores the topic of the correlation of value in ESOP valuations.
The document discusses valuation techniques for businesses and analysis of company financials. It provides examples of how to calculate the value of a business based on earnings, dividends, or required rate of return. It also outlines key areas to analyze for a company including products, markets, competitors, and impact of news/developments. Financial statement analysis techniques are presented for revenue, costs, balance sheet ratios, and interpreting what ratios indicate.
A world class procurement function is one that has a measureable impact on the organisation’s profit and loss and adds real commercial value. Find out how effective use of innovation and smarter working can help you get there.
Presented by: Gerard Chick, FCIPS (Optimum Procurement) at PfH Live 2014
The document summarizes a comparable companies analysis valuation of GM using multiple automotive companies. Key steps included selecting comparable public companies, collecting financial data, calculating ratios and growth rates, determining trading multiples based on forward EV/EBITDA, and applying those multiples to GM's EBITDA to calculate an implied valuation range. GM's implied valuation range was then compared to its current enterprise value to assess whether it was under or overvalued based on the comparable company analysis.
This document discusses measuring performance at the strategic business unit (SBU) level. It covers several key points:
1. Strategies can be found at the corporate level for the whole organization and at the business unit level for divisions within the organization. Consistency is needed across levels.
2. SBUs are autonomous organizational units that control most factors affecting long-term performance.
3. Strategy concerns and options differ at the corporate versus business unit levels. Business unit strategies focus on competitive advantage in each industry.
Private Equity Due Diligence - Think OperationalRamkumar ,PMP
Operational due diligence is important for private equity firms to identify areas for improvement in target companies, such as purchasing, supply chain, and sales. This allows firms to make informed buying decisions. Key areas of focus include sales and marketing capabilities, procurement spending analysis, manufacturing and supply chain network optimization, leveraging technology in administration, and assessing service provider risks. HCL recommends a systematic approach over 6-8 weeks involving subject matter experts and industry benchmarks to comprehensively evaluate a target company's performance, value creation potential, and risks.
Introduction to Business Valuation, Fair Market Value, reasons and elements of business valuation, methodologies of business valuation, case study on net asset value.
I have explained the IT service charge back model in this presentation. Although the charging is internal and their is no real money involved but it helps to evaluate an IT department's performance on objective measures. Moreover, it helps to do proper cost allocation to company's products.
The science and art of Startup ValuationsAnjana Vivek
Insights on Valuation and Negotiations… OR … how Can You can get a better price. ..whether for M&A or VC or strategic investment. Valuation is Subjective and Objective; there is a math to valuation, there are Business models which are captured in financial models and spread sheets. There is scenario analysis and sensitivity analysis. There are premiums and discounts assigned to multiple factors. This objective math is impacted by subjectivity of the person(s) doing the calculation, for example, if you are an unlisted company, is the discount factor 50% or 80% or somewhere in-between? This presentation sets out the methods and process of valuation with a few specific examples on valuations for different cases, including mentoring, acceleration, investment and more.
Urban Credit & Collections SWOT Analysis March 2015Laurie Waldron
The document provides a SWOT analysis for Urban Systems' accounts receivable. The strengths include the company's reputation, customer service focus, and culture. Weaknesses are a lack of credit controls, gaps in credit/collections training and knowledge, and inefficient invoicing processes. Opportunities exist in shortening timesheets, invoicing, and reporting to improve cash flow. Threats include worsening cash flow and loss of revenue if credit/collection issues are not addressed. Key performance indicators for accounts receivable balances and aging are also presented.
Business valuation players a very important in establishing a realistic market value of a business. Another benefit of the process of performing a business valuation report is information on increasing the value and marketability of a business, making the business more attractive in the sale of the business.
Icai national seminar m&a-deal valuationAnjana Vivek
Some pointers on Deal Valuation which is beyond numbers, including some questions 'to trigger thinking' related to valuation from a buyer/seller perspective
Keith turner quick silver funding solutions the role of finance in the stra...keithturnerquicksilverfun
Keith Turner discusses the role of finance in strategic planning and decision making. He outlines the strategic planning process and emphasizes that financial goals and metrics are critical to translating vision into action. Specifically, he discusses 8 key financial metrics that should be established based on benchmarks and industry standards to monitor strategy implementation: free cash flow, economic value-added, asset management, financing decisions, profitability ratios, growth indices, risk assessment, and tax optimization. Establishing measurable financial goals in these areas helps firms execute strategies effectively and create long-term value for stakeholders.
Strategy creates context for operating decisions.
It establishes the playing field and provides guidance for decision-making, the experience and skills needed by employees, positioning of marketing and advertising, the priority of initiatives, how to structure the company, and a many other issues.
In developing strategy, leaders make conscious and informed choices about who they are and what they stand for:
–What are our core values and beliefs?
–What markets and customer groups will we serve?
–What products and services will we offer and how profitable is each one?
–What infrastructure, core processes and resources must we have to succeed?
–What competitive advantages will cause us to succeed?
–What core competencies must we have to fuel our growth?
–How will we sell our products and services?
–How will we market our products and services?
–What financial results will we achieve?
In this A to Z we will cover some of the main elements of business strategy and give you some tricks and tips along the way!
The role of finance in the strategic planning and decision-making processyashikagupta48
The document discusses the role of finance in strategic planning and decision making. It outlines the strategic planning process, which includes creating a vision and mission statement, analyzing strengths/weaknesses/opportunities/threats, formulating a strategy, and implementing and monitoring the strategy. The balanced scorecard approach aligns strategy with financial goals in key areas like free cash flow, economic value added, asset management, profitability, growth, risk management, and tax optimization. Setting measurable financial goals in these areas helps ensure strategies are effectively implemented and monitored.
This document discusses various techniques for measuring business performance, including financial and non-financial metrics. It describes key performance indicators that can measure critical success factors like competitiveness, quality, innovation, and customer satisfaction. Financial measures discussed include return on capital employed, return on sales, gross margin, and liquidity ratios like the current ratio and acid test ratio. Non-financial factors that can affect performance are also summarized, such as economic conditions, government regulations, and differences between private and public sector organizations.
Growth Stage Technology Business Evaluation and Strengthening - Nov 2010 - Da...Dave Litwiller
Performance indicators to monitor and operational disciplines to improve to achieve the highest growth rate, financial return and strategic impact in growth-stage technology-based businesses.
This document discusses contribution margin analysis, which analyzes the profitability of various parts of a business like customers, products, and sales areas. It provides an example of a company that used contribution margin analysis to categorize its customers into four groups - solid citizens, attractive demanders, players, and risky losers - and was able to improve profitability by focusing more on the solid citizens and less on the risky losers. The document recommends that all businesses use contribution margin analysis to help make better strategic and tactical decisions.
Sales levers SAM commercial reconnaissance electronic flyer July 2020richardhigham
Strategic accounts present significant opportunities but high risks. A SAM Commercial Reconnaissance will give you a clear picture about where you stand today and how you might capitalise on your SAM strengths.
Bauer Industries is evaluating a proposal to build a new truck manufacturing plant and has prepared cash flow projections over 10 years showing revenues of $100 million annually, manufacturing and marketing expenses totaling $45 million, and depreciation of $15 million, resulting in estimated annual EBIT of $40 million and unlevered net income of $26 million. Bauer plans to use a 12% cost of capital to evaluate the project's net present value and determine if the project should be accepted.
The document analyzes the financing and management of School Corporation, the largest educational publishing company. It finds that the company has a low operating margin and fixed costs, exposing it to risks from decreases in revenue. Recommendations include reducing inefficient costs, discontinuing low-revenue operations, improving the customer mix through Pareto analysis, ensuring corporate strategies are properly implemented, reducing fixed costs, and complying with regulatory requirements. The summary identifies key financial issues and provides high-level recommendations to address operating risks and improve profitability.
1) The document discusses various issues related to implementing strategies, including marketing, finance/accounting, R&D, and MIS.
2) It provides examples of relevant decisions in each area, such as using exclusive or multiple distribution channels in marketing, and raising capital through debt or equity in finance.
3) Projected financial statements and budgets are described as key tools for examining the expected results of implementation decisions and obtaining necessary funds.
The document discusses optimizing sales performance by managing quotas, territories, and incentives. It describes how companies can lose 10% of potential revenue without proper sales performance management. Callidus Software provides sales performance management software to help companies set optimal quotas, allocate territories, design incentive plans, and analyze sales performance. The software provides visibility, planning, and execution capabilities to improve sales results and maximize the return on sales investments.
The document discusses strategies for companies to achieve growth in challenging economic times through cost competitiveness. It outlines that companies need to focus on pricing, costs, cash, and capital to drive growth. Top performing companies strategically increase prices above inflation, take a holistic view of costs across the organization and supply chain, optimize working capital across the entire value chain including suppliers, and prioritize existing cash reserves to finance growth.
The document provides an overview of the Balanced Scorecard framework developed by Robert Kaplan and David Norton in the early 1990s. It discusses that the Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures across four perspectives: financial, customer, internal business processes, and learning and growth. The Balanced Scorecard helps organizations implement their strategies by setting objectives and measures for each perspective, and monitoring performance to drive continuous improvement.
Most companies rely on a small number of key accounts for the majority of their revenue. Developing a key account management (KAM) program is important for retaining these important customers and increasing business from them. The document provides tips for developing a successful KAM program, including being clear on objectives, committing appropriate resources, appointing and training key account managers, and gaining executive support. It also notes that while KAM programs are important, many fail or require changes, so careful planning and ongoing evaluation is needed.
What impact does Customer Management have on Business PerformanceDoug Leather
We know intuitively that managing the customer portfolio well leads to improved business performance. This slide deck shares important insights into what makes customer management work and how to measure it. This is based on research done by QCi (the main players now with The Customer Framework Ltd) and although I put this deck together 6 years ago I was astounded as to how relevant the thinking still is. The sad reality is that Customer Management capability hasn't improved very much over the years (in the majority of cases, hence we are still subject to inconsistent and poor customer experience) yet it remains a topic that is spoken about and focussed upon by many organisations. The difference that I find today versus 7 or 8 years ago is that MORE people talk about customer management than previously, however I don't se much improvement in the understanding of what it involves or much improved capability in operationalizing customer centric business.(this is a generalised statement)
This document summarizes internal analysis techniques for assessing a business's strategic options. It discusses analyzing financial performance, beyond just profits, to evaluate past strategies and identify strengths and weaknesses. A self-analysis involves assessing sales, costs, structure, management style and more. Key measures include customer satisfaction, product quality, brand associations, costs, new products, and manager capabilities. Models like the BCG matrix and GE Business Screen evaluate strategic business units based on industry growth and market share. The analysis aims to determine where to invest, selectively invest, or harvest/divest.
Private Equity Valuation Methods improve active equity portfolio by valuing a business/company that is the core task of the financial analyst. Most PE/VC firms estimate a company’s value with the help of Equity Valuation Methods. To evaluate an organization, there should be enough understanding of Venture Valuation, which is considered as the most holistic evaluation approach.
This document provides recommendations for improving financial management and strategies for a company. It outlines goals of conducting SWOT and Porter's Five Forces analyses. Key operational areas to review include budgets and forecasts, costing, processes, cash flow, procedures, recruitment, training, stock control, software automation, reports, and analysis. The document recommends regularly reviewing these areas to maximize profits, reduce costs, and improve efficiencies. Contact information is provided for further discussion.
This document provides recommendations for improving financial management and strategies for a company. It outlines goals of conducting SWOT and Porter's Five Forces analyses. Key operational areas to review include budgets and forecasts, costing, processes, cash flow, procedures, recruitment, training, stock control, software automation, reports, and analysis. The document recommends regularly reviewing these areas to maximize profits, reduce costs, and improve efficiencies. Contact information is provided for further discussion.
Decoding the KPI Kaleidoscope with Sandfox Advisorssaastr
Metrics are important to investors because they provide visibility into a SaaS company's revenue growth, sales efficiency, and customer retention. Key metrics include monthly recurring revenue/annual recurring revenue to measure topline growth, revenue churn to understand customer retention, and customer acquisition cost and lifetime value to assess the efficiency and profitability of the growth strategy. Maintaining high growth, strong sales efficiency through a favorable magic number ratio above 1, and low revenue churn are positive signs for investors.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
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9. Low Risk High Risk Low Profit High Profit Decision Matrix The Decision Matrix quantifies the expected outcome and allows NewAlliance to determine their acceptability of Risk vs Reward Each strategic option should be evaluated based on parameters of where it would fall Value Exchange Analysis: Proprietary and Confidential
22. Value Exchange Analysis: Proprietary and Confidential Divest Portfolio Multiples 2009 YTD* The Value of a Portfolio is a function of the performance of the business in the future : Elavon 2X 2.2X** 2.7X Primary Drivers in the evaluation: Volume 265,681,017 Net Income 1,342,631 $ 2,685,262 $ 3,020,920 $ 3,625,103 1) Margin (net spread) - The average net spreads for larger portfolios in your range 50-60 BP # Merchants 1,155 2) Ownership of Merchants Accounts - If the seller owns the portfolios then it becomes FDMS more valuable as it can be transported to another processor with lower cost structure. Volume 351,424,186 Net Income 1,433,319 $ 2,866,639 $ 3,224,969 $ 3,869,962 3) Merchant Concentration - A portfolio of many smaller merchants rather than several large # Merchants 943 merchants makes it more valuable as there is less risk for attrition. FIS 4) Credit Quality - A portfolio with low risk Merchants makes it less risky and more Volume 450,321,021 profitable as there is less chance for fraud. Net Income 1,342,211 $ 2,684,422 $ 3,019,975 $ 3,623,969 # Merchants 1,450 5) Portfolio Size - A larger portfolio provides increase economies of scale. Total 6) Processing platform and contract terms - The valuation will be measured heavily on Volume 1,067,426,223 the contract term and the termination penalties, and any liquidation of damages. Net Income 4,118,161 $ 8,236,322 $ 9,265,863 $ 11,119,035 # Merchants 3,548 7) Attrition - Average annual attrition can dilute the value of the portfolio. Industry attrition annually ranges from 8%-25%. The higher the attrition rate, the less value the portfolio will bring. *2009 Projected as numbers provided were through September ** Most likely scenario Note: These totals include NewAlliance Bank customers which may be eventually excluded from the sale
25. Financial Overview of all Options Maintain Invest Invest Divest Value Exchange Analysis: Proprietary and Confidential
26. Value Exchange Analysis: Proprietary and Confidential Financial Overview of all Options Year 1 Year 2 Year 3 Total Status Quo Existing Portfolio $ 1,466,833 $ 1,540,175 $ 1,617,184 $ 4,624,192 Total $ 4,624,192 ISO Expansion ISO Model - NewAlliance Share $ 12,050 $ 334,545 $ 609,310 $ 955,905 Existing Portfolios $ 1,466,833 $ 1,540,175 $ 1,617,184 $ 4,624,192 Total $ 5,580,097 Transform the Business Investment in business $ 1,204,035 $ 1,482,393 $ 2,271,759 $ 4,958,188 Total $ 4,958,188 Outsource Divest Portfolio ($10,295,403) - Amitorization $ 3,088,621 $ 3,088,621 $ 3,088,621 $ 9,265,863 Reverse Fraud Loss Reserve $ 355,262 $ 355,262 Outsource $ 255,313 $ 727,500 $ 1,512,969 $ 2,495,781 Total $ 12,116,906
27. Low Risk High Risk Low Profit High Profit Decision Matrix Status Quo ISO Expansion Transition the Business Outsource Value Exchange Analysis: Proprietary and Confidential